Nevertheless, giving someone an excellent book on how to use Microsoft Office, but never providing the actual software, would be pointless. The goal of a software project is to deliver high-quality software. That software does not exist to support the documentation. The documentation exists to support the software.
Some organizations confuse which of the two is most important. Management may be more interested in following the rules which makes them look good to their superiors and having a feeling of total control which they find emotionally satisfying than in actually getting the job done. Agile exists to create a working product. Documentation is important, but it is never as important as the working product itself. All rights reserved.
That means no more planning and no more documentation. Just start writing code and complaining. This may be a popular perception, but it is not the true nature of agile. Written contracts have been with us since the Babylonians. Exhibit 5 shows a Sumerian loan contract. The collateral for the loan was the borrower's son. Those Sumerians took their contracts seriously! Contracts would not still be here 4, years later if they were not important.
However, it is simply impossible for a contract to cover every contingency, every change in the environment, and every new technology that might possibly occur. As a result, agile demands a certain level of trust, so that both the customer and the seller can cooperate to manage inevitable change. Trust is not always easy to achieve, but it is in the best interest of everyone involved.
Customer collaboration makes the customer a partner in solving the problem, while contract negotiation suggests a more adversarial relationship.
Surowiecki observes,. It's impossible for a society to rely on law alone to make sure citizens act honestly and responsibly.
And it's impossible for any organization to rely on contracts alone to make sure that its managers and workers live up to their obligations. So cooperation typically makes everyone better off. For example, some American automotive companies focused on maximizing next quarter's profits an example of short-term thinking until they were bankrupt, while other automotive companies, such as Toyota and Honda, tended to take a much longer-term view and have profited as a result.
Human beings have been working on the concepts of project management since the pyramids were built. After the pyramid was half-constructed, the engineers ran into problems. The base would not support the weight of all the stones planned for the upper portion of the pyramid.
The result looks very awkward, and the upper part of the pyramid looks squashed. The change must have been embarrassing at the time, but the structure has stood the test of time. If the builders had kept to the original plan, the pyramid would have collapsed thousands of years ago. Orville and Wilbur Wright provide another example of responding to change over following a plan. They started their glider airframe designs in keeping with published data; however, much of the published information available on aeronautics was simply not correct McCullough, Orville and Wilbur constantly adjusted their approach in response to their own findings.
This was a highly agile approach that solved a problem that had challenged human beings since the days of Icarus. Nevertheless, their agile approach conquered heavier-than-air flight on an isolated, windswept beach, living in a handmade shack without electricity or running water. NASA's use of this term in its broader sense has proven very confusing to the Committee. Here the term applies strictly to the activities within a development contractor or prime integrator to run a check on its own process or products.
For example, Intermetrics concentrates on the ascent and descent phases of the software. Other parts are occasionally addressed, but only after the program identifies them as a pressing issue. In addition, the Astronaut Office and various contractors and NASA organizations also participate in the evaluation of the process and the product it ultimately produces. Because of the complexity of the process, it is described separately in Chapter 3.
Effective software is essential to the success and safety of the Space Shuttle, including its crew and its payloads. The on-board software continually monitors and controls critical systems throughout a Space Shuttle flight. At NASA's request, the committee convened to review the agency's flight software development processes and to recommend a number of ways those processes could be improved.
This book, the result of the committee's study, evaluates the safety, oversight, and management functions that are implemented currently in the Space Shuttle program to ensure that the software is of the highest quality possible. Numerous recommendations are made regarding safety and management procedures, and a rationale is offered for continuing the Independent Verification and Validation effort that was instituted after the Challenger Accident.
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